نوع مقاله : مقاله پژوهشی
عنوان مقاله English
نویسندگان English
Purpose: Employees are the main pillars of company success, and organizations with committed, motivated, and talented employees that provide outstanding services and creative ideas outperform competing companies without such employees. From a psychological perspective, a fundamental principle is to create conditions that encourage every employee to perform their duties with happiness and satisfaction. Performance management that encourages motivation, supports learning and development, and aligns people and processes with organizational goals can have a very positive impact on the organization's overall performance. Therefore, it is important to pay attention to the increase in positive organizational outcomes related to employees as an important factor in workplaces and the introduction of an efficient and modern performance management system compared to the past few decades, which can play a prominent role in creating and increasing positive organizational outcomes, including job enthusiasm and autonomous motivation. In the present study, an attempt has been made to conduct a distinctive and path-breaking study of managers in the field of handling employee human resources affairs. Therefore, the purpose of this study was to investigate the effectiveness of the performance management system administration in improving employee job engagement and autonomous motivation.
Design/Methodology/Approach: This experimental study was conducted using a quasi-experimental design with a pre-test and post-test and a control group. The statistical population was all employees of a manufacturing-industrial company in Isfahan in 2025-2026. Participants were 48 individuals, of which 24 individuals were assigned to the experimental group and 24 individuals to the control group. Job Engagement Questionnaire (Schaufeli et al., 2002) and the Motivation at Work Scale (MAWS) (Gagne et al., 2010) were used to collect data. For the experimental group, the intervention of the performance management system based on the performance management cycle (Armstrong, 2022), the performance management toolkit (Armstrong, 2009), and the guidelines and instructions for objectives and key results (Doerr, 2018; Vellore, 2023) were implemented over a period of three months. In the end, a post-test was taken by both groups. Also, the analysis of covariance with SPSS version 24 software was used for statistical analysis.
Findings: The results of multivariate analysis of covariance showed that all multivariate statistics including Pillai’s effect (F= 3/922, p< 0/05), Wilks Lambda (F= 3/922, p< 0/05), Hoteling effect (F= 3/922, p< 0/05), and the largest root on (F= 3/922, p< 0/05) are significant indicating that the intervention had a significant effect on at least one of the dependent variables i.e. job engagement and autonomous motivation (p<0.05). The results of separate ANCOVAs showed that after controlling for pre-test scores, there was a significant difference between the post-test means of the experimental and control groups in the variables of job engagement and autonomous motivation (p<0.05). Therefore, the positive effect of the intervention on the job engagement and autonomous motivation of employees is confirmed.
Discussion and Conclusion: The results showed that performance management system implementation positively enhances employee job engagement and autonomous motivation. The findings indicate that key procedural elements—including goal‑setting via Objectives and Key Results (OKRs), performance and development agreements to establish clear expectations during planning, managerial application of supervisory skills and mutual understanding of roles during monitoring, and both formal and informal review meetings to address challenges and identify strengths—were effective in achieving desirable job performance. Accordingly, managers are advised to adopt these practices to realize positive organizational outcomes. A limitation of this study is the absence of a follow‑up phase. Future research is suggested to replicate this intervention in other organizational contexts and across multiple performance management cycles to examine longitudinal trends. Given the demonstrated effectiveness of performance management in enhancing job engagement and autonomous motivation, it is recommended that managers, organizational psychologists, and HR consultants utilize such interventions to improve employee outcomes and overall organizational performance.
کلیدواژهها English
